1. ORGANIZATIONAL CHANGE TACTICS IN A HOMELESS SERVICES ORGANIZATION:
STAFF PERSPECTIVES ON SUCCESS FACTORS
Tom Packard, D.S.W.
School of Social Work
San Diego State University
Network for Social Work Management Annual Conference,
June 2017
New York City 1

2. ORGANIZATIONAL CHANGE DEFINED
Planned organizational change involves
leadership and the mobilizing of staff to
explicitly address problems or needs in the organization’s current state, to
move the organization to a desired future state,
using change processes which involve both human and technical aspects of the organization.
Of course, organizational change happens almost constantly. Staff in organizations make changes and adaptations on a regular basis, and organizations are also changed by forces in their environments. Human service organizations change based on environmental dynamics including new laws, policy directives, and budgetary decisions.
We are talking here about planned organizational change, in which a leader in the organization identifies a problem, need, or opportunity for improvement. In this sense, planned organizational change can be defined as “leadership and the mobilizing of staff to explicitly address problems or needs in the organization’s current state to move the organization to a desired future state using change processes which involve both human and technical aspects of the organization.” 2

3. STATE OF THE SCIENCE
Research which offers generalizable, evidence-based practice guidelines is not common.
Methodologies: case studies, cross-sectional, qualitative, quantitative, unique variables
Consistent and measurements are not used.
Outcomes are typically not well-documented.
Evidence for the assertions and prescriptions in the literature must be considered weak.

4. Theory, EBP, Implementation, and Results
Poorly developed theory, inadequate evidence
Implementation as designed
Poor outcomes:
Theory failure
Solid theory, evidence of success
Not implemented with fidelity
Program or change model failure
Implemented with fidelity
Desired outcomes: theory/model and change effort/ program success
For both the practice method and the change process

5. Process and Content of the Change Initiative
Process of change
Content of change
change tactics, leadership
Evaluation:
Change tactics were used effectively/change model fully implemented
Effective leadership
Change outcomes were achieved
implementation of the new service delivery model
Model is being used as planned by staff
Improved client outcomes
Improved staff commitment and morale?

6. THE SETTING
St. Vincent de Paul Village (SVDP): the main program of Father Joe’s Villages (
A range of programs for homeless people encompassing several city blocks near downtown San Diego.
887 families, single men, and single women housed every night; more than 3,000 meals each day.
Programs include rapid rehousing, transitional housing, permanent supportive housing and affordable housing.
Ancillary services include employment and education services, therapeutic childcare, a state-licensed community clinic, Federally Qualified Health Center (behavioral and physical healthcare), a state-certified outpatient addiction treatment program, multidisciplinary team case management, and veterans assistance.
At the time of this study, there were approximately 180 staff.

7. FOCUS OF THE STUDY
A major programmatic and structural change to create integrated co-located multidisciplinary teams (MDTs) including a “Rapid Rehousing Team”
extended case management and employment services into two of the agency’s main programs and shifted the focus more firmly to moving clients to permanent housing.
Took place essentially over the period from November 2009 to July 2010.

8. RESEARCH METHODS
Quantitative data on the results of the change and the use of change tactics were gathered through the Organizational Change Tactics Questionnaire (OCTQ).
enables respondents to identify and assess an organizational change initiative by reporting the extent to which they observed any of 22 change tactics suggested in the literature and to indicate the extent to which each tactic was a factor in the success of the change process
Qualitative data: interview with the agency’s director of social services (the main change agent on the process); a focus group of staff who experienced the change process; and a content analysis of 44 documents

9. RESPONDENTS E-mail survey to 180 staff
79 accessed the survey response rate: 44%.
55 indicated that they had experienced an organizational change process at work.
36 indicated that they had experienced the change effort being studied here: the creation of integrated co-located MDTs.
24% management, 70% line staff

10. SURVEY RESPONDENTS & DIRECTOR: RESULTS
Case managers more nimble through the merger of case manager and career counselor positions
Improved outcomes (e.g., permanent housing)
Time on the wait list decreased
Increased number of clients receiving case management services
MDT meetings resulted in improved communication
Team leaders: more accountability for client outcomes
Residents getting on a case plan sooner
More effective delivery of services
Short term residents now receive case management
Helped clients hold themselves accountable for their stay
Serving more clients from various backgrounds

11. Also…
Probably would have worked better if we had the financial resources (staff).
Still have a waitlist
I was not affected greatly and not really totally aware of all of the changes
Unable to tell, most heard observation is that everyone has more work and no recognition

12. QUANTITATIVE RESULTS: ORGANIZATIONAL CHANGE TACTICS QUESTIONNAIRE
12% of respondents indicated that goals for the change initiative were fully achieved
48% of respondents indicated that goals for the change initiative were fully or mostly achieved
40% said goals were only partly achieved

13. 16 MONTHS BEFORE & AFTER IMPLEMENTATION
People who exited to permanent housing: Before 17% After 62%
People who exited with employment income
Before 51%. After 70%.

14. EXTENT TO WHICH GOALS WERE ACHIEVED: BY POSITION
Position
Fully
Mostly
Partly
Minimal/ not at all
Total
Mean
Std Dev
Other 2 1 3
2.7
0.58
Middle mgt
Supervisor 4 6
0.52
Line staff 11 21
2.9
0.7
Analyst/ support staff 5 19 36
2.8
0.72

15. EXTENT TO WHICH GOALS WERE ACHIEVED: BY AMOUNT OF INNVOLVEMENT
INVOLVEMENT IN THE CHANGE PROCESS
Fully achieved
Mostly achieved
Partly achieved
Minimally or not at all achieved
Total
Ave.
Other (initially, then not) 1
Regular involvement 5 7
3.0
Occasional participant 3 2
2.6
Not involved but affected by it 4 11 8 23
2.8 19 36

16. Colorado Study (13 counties; N=188)
Involvement in change activities %
Goal achievement
4=fully 3=mostly 2=partly
1 = minimal
Regular
35.0
2.70*
Occasional
26.7
2.46*
Not involved
38.3
2.23*
* P < .05

17. % RESPONDENTS WHO OBSERVED CHANGE TACTICS Observed the Tactic: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree Tactic Was a Success Factor: 3=to a large extent, 2=some, 1=small, 0=not at all
TACTIC
Observed
Factor in success
I understood the need and desirability for the change
4.08
2.29
I understood the urgency for the change
3.81
2.18
Change leaders shared information to document the change problem to be addressed
3.54
2.27
I clearly understood the vision and outcomes for the change
3.96
2.47
I understood the plan for how the change initiative would be implemented
3.46
2.07
Top management showed support and commitment, including a skilled senior individual or group to champion the cause for change
3.95
A cross section of employees was selected as a change team to guide the change effort
3.80
2.00

18. % RESPONDENTS WHO OBSERVED CHANGE TACTICS Observed the Tactic: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree Tactic Was a Success Factor: 3=to a large extent, 2=some, 1=small, 0=not at all
TACTIC
Observed
Factor in success
I had the information and training that I needed to implement the change
3.26
2.07
Change leaders solicited my support for the change effort
2.95
1.78
There was widespread participation of staff in the change process
3.57
2.00
There were adequate opportunities for team building and conflict management
3.30
1.77
The change was supported by the agency’s Board of Directors
4.09
1.92
The change was supported by organizations with whom we collaborate and other community partners
3.25
2.25
I clearly understood the progress on the change process as it was occurring
3.33

19. % RESPONDENTS WHO OBSERVED CHANGE TACTICS Observed the Tactic: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree Tactic Was a Success Factor: 3=to a large extent, 2=some, 1=small, 0=not at all
TACTIC
Observed
Factor in success
I experienced criticism, threats, or coercion to reduce resistance to the change
2.04
1.29
We had sufficient resources (staff time, necessary funding) for the change effort
2.84
2.13
Any of my concerns were addressed by the change leaders
3.39
2.30
Monitoring tools were used to track progress and results
3.60
2.10
Project activities were revised as appropriate based on new information or changing conditions
3.80
2.33
The results of the change initiative were institutionalized
3.90
2.31
The results of the change effort were evaluated using data
4.19
2.27
I was made aware of the results of the change initiative
3.25
1.92

20. LIMITATIONS Generalizabaility: One organization Sample size
A respondent’s position in the organization's hierarchy could affect their knowledge or opinion of the success of an initiative.
A respondent’s level of involvement in the change process could affect their knowledge or opinion of the success of an initiative.
“Successful” and “unsuccessful” were not precisely defined.
There may be variations based on factors such as the role of the change leaders, contextual factors, and conditions such as respondents’ views of the nature of an organization’s culture.

21. Implications
Program should have a good theory of change (causal factors, inputs, throughputs, outputs, outcomes)
Have an information system which can measure key factors
Considering org change: Consider all causal factors
Pick an appropriate EBP, other changes
Full implementation of changes
Use effective change tactics, leadership
Use follow up data, ask staff to assess success
Debrief implementation process for learnings

22. Change leaders should:
ensure that their change vision and plan are clearly responsive to a felt need
take the time necessary for dialogue with staff to provide clarity on the vision and plan
fully address staff concerns
provide opportunities for staff involvement in planning implementation details.
show executive and board support for the initiative
provide necessary resources (primarily staff time)
Have celar goals & objectives for client changes
Include monitoring and evaluating the process
institutionalize the change into agency operations and culture
Ask staff to assess success

23. Was this a successful organizational change?
Thank you
Was this a successful organizational change?
How would you assess success-failure?
Questions
Discussion